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Title: The Challenge: To Create More Value in All Negotiations


1
LONG Tom Peters Re-Imagine Excellence
NOW Achieve Greatness/IASA2012/San Diego/04
June 2012 (slides _at_ tompeters.com and
excellencenow.com)
2
Conrad Hilton, at a gala celebrating his career,
was called to the podium and asked, What were
the most important lessons you learned in your
long and distinguished career? His answer
3
remember to tuck the shower curtain inside the
bathtub.
4
You get em in the door with location,
location, locationand a terrific architect. You
keep em coming back with the tucked in shower
curtain! Profit rarely comes from transaction
1 it is a byproduct of transaction 2, 3, 4
5
Execution is strategy. Fred Malek
6
When assessing candidates, the first thing I
looked for was energy and enthusiasm for
execution Does she talk about the thrill of
getting things done, the obstacles overcome, the
role her people played or does she keep
wandering back to strategy or philosophy?
Larry Bossidy, Execution
7
WOW!!Observed closely The use of I or we
during a job interview. Source Leonard Berry
Kent Seltman, chapter 6, Hiring for Values,
Management Lessons From Mayo Clinic
8
The head of one of the large management
consulting firms asks members of a client
organization, And what do you do that justifies
your being on the payroll? The great majority
answer, I run the accounting department, or I
am in charge of the sales force Only a few
say, Its my job to give our managers the
information they need to make the right
decisions, or I am responsible for finding out
what products the customer will want tomorrow.
The man who focuses on efforts and stresses his
downward authority is a subordinate no matter how
exalted his rank or title. But the man who
focuses on contributions and who takes
responsibility for results, no matter how junior,
is in the most literal sense of the phrase, top
management. He holds himself responsible for the
performance of the whole. Peter Drucker
9
Operationalizing Its Gotta Add up!(1)
sum of Projects Goal (Vision) (2)
sum of Milestones On-time
project(3) rapid Review
Truth-telling accountability
10
Costco figured out the big, simple things and
executed with total fanaticism. Charles
Munger, Berkshire Hathaway
11
People First! People Second ! People Third!
People Fourth! People Fifth! People Sixth!
12
Business has to give people enriching, rewarding
lives or it's simply not worth doing.
Richard Branson
13
You have to treat your employees like
customers. Herb Kelleher, upon being asked his
secret to successSource Joe Nocera, NYT,
Parting Words of an Airline Pioneer, on the
occasion of Herb Kellehers retirement after 37
years at Southwest Airlines (SWAs pilots union
took out a full-page ad in USA Today thanking HK
for all he had done) across the way in Dallas,
American Airlines pilots were picketing AAs
Annual Meeting)
14
"When I hire someone, that's when I go to work
for them. John DiJulius, "What's the Secret to
Providing a World-class Customer Experience"
15
Employees who don't feel significant rarely make
significant contributions. Mark Sanborn
16
"If you want staff to give great service, give
great service to staff." Ari Weinzweig,
Zingerman's
17
If you want to WOW your customers then must
first WOW those who WOW the customers!
18
EMPLOYEES FIRST, CUSTOMERS SECOND Turning
Conventional Management Upside Down Vineet
Nayar/CEO/HCL Technologies
19
We are a Life Success Company.Dave Liniger,
founder, RE/MAX
20
The organization would ultimately win not
because it gave agents more money, but because it
gave them a chance for better lives. Phil
Harkins Keith Hollihan, Everybody Wins, on
RE/MAX
21
By definition, the manager cannot do all the work
herself. Hence, effectively, the manager's sole
task is to make othersone at a timesuccessful.
22
If the managers sole task is to make team
members successful then what is your manager
plan to make each individual more successful
within the coming week?
23
No matter what the situation, the great
managers first response is always to think
about the individual concerned and how things can
be arranged to help that individual experience
success. Marcus Buckingham, The One Thing You
Need to Know
24
Brand Talent.
25
Our MissionTo develop and manage talentto
apply that talent,throughout the world, for the
benefit of clientsto do so in partnership to
do so with profit.WPP
26
Oath of Office Managers/Servant
Leaders Our goal is to serve our customers
brilliantly and profitably over the long
haul. Serving our customers brilliantly and
profitably over the long haul is a product of
brilliantly serving, over the long haul, the
people who serve the customer. Hence, our job as
leadersthe alpha and the omega and everything
in betweenis abetting the sustained growth and
success and engagement and enthusiasm and
commitment to Excellence of those, one at a
time, who directly or indirectly serve the
ultimate customer. Weleaders of every
stripeare in the Human Growth and
Development and Success and Aspiration to
Excellence business. We leaders only grow
when they each and every one of our
colleagues are growing. We leaders only
succeed when they each and every one of our
colleagues are succeeding. We leaders
only energetically march toward Excellence when
they each and every one of our colleagues
are energetically marching toward
Excellence. Period.
27
7 Steps to Sustaining Success You take care of
the people. The people take care of the service.
The service takes care of the customer. The
customer takes care of the profit. The profit
takes care of the re-investment. The
re-investment takes care of the re-invention.
The re-invention takes care of the future. (And
at every step the only measure is EXCELLENCE.)
28
7 Steps to Sustaining Success You take care of
the people. The people take care of the service.
The service takes care of the customer. The
customer takes care of the profit. The profit
takes care of the re-investment. The
re-investment takes care of the re-invention.
The re-invention takes care of the future. (And
at every step the only measure is EXCELLENCE.)
29
Three People!
30
The ONE Question In the last year 3 years,
current job, name the three people whose
growth youve most contributed to. Please explain
where they were at the beginning of the year,
where they are today, and where they are heading
in the next 12 months. Please explain in
painstaking detail your development strategy
in each case. Please tell me your biggest
development disappointmentlooking back, could
you or would you have done anything differently?
Please tell me about your greatest development
triumphand disasterin the last five years. What
are the three big things youve learned about
helping people grow along the way?
31
Unremarkable except for RESULTS Superb people
developer (her/his folks invariably amazed at
what theyve accomplished!)
32
2/year legacy.
33
Promotion Decisionslife and death
decisionsSource Peter Drucker, The Practice
of Management
34
A man should never be promoted to a
managerial position if his vision focuses on
peoples weaknesses rather than on their
strengths. Peter Drucker, The Practice of
Management
35
Andrew Carnegies Tombstone Inscription Here
lies a manWho knew how to enlistIn his
serviceBetter men than himself.Source Peter
Drucker, The Practice of Management
36
The leaders of Great Groups love talent
and know where to find it. They revel in the
talent of others. Warren Bennis Patricia
Ward Biederman, Organizing Genius
37
Les Wexner From sweaters to people! Limited
Brands founder Les Wexner queried on astounding
long-term successsaid, in effect, it happened
because he got as excited about developing
people as he had been about predicting fashion
trends in his early years
38
70 cents
39
Development can help great people be even
betterbut if I had a dollar to spend, Id spend
70 cents getting the right person in the door.
Paul Russell, Director, Leadership and
Development, Google
40
In short, hiring is the most important aspect
of business and yet remains woefully
misunderstood. Source Wall Street Journal,
10.29.08, review of Who The A Method for
Hiring, Geoff Smart and Randy Street
41
C-level?
42
In the Army, 3-star generals worry about
training. In most businesses, it's a ho hum
mid-level staff function.
43
Why is intensive-extensive training obvious for
the army navy sports teams performing arts
groups--but not for the average business?
44
No company ever Expended too much thought/Effort/
on training! ESPECIALLY
small company
45
4 Words!
46
The four most important words in any
organization are
47
Helping
48
(No Transcript)
49
Some Help With Helping Help works when the
recipient subsequently feels smarternot
dumber. Regularly help too soonand you will
set up expectation of inaction until your "help"
is provided. Help poorly conveyed spawns
powerlessness and resentment in
recipient. Helping requires a sniper's rifle or
surgeon's scalpelnot a shotgun or
machete. Helping strategies vary significantly
from individual to individualleave the cookie
cutter at home. Effectively "helping" may be
the most difficult leadership task of
all! "Help" is only truly successful when the
recipient says, and believes "I did it
myself!" Near truism Nobody wants help. But we
would all liked to have received
help. Guitarist Robert Fripp "Don't be helpful.
Be available. Helpful people are a nuisance."
50
Goal/Skill 1 The Adaptive Organization
51
Goal/Skill 1 The Adaptive
Organization Adaptive organizations will have
workforces which Are hired for attitude and
character and proven teamwork as much or more
than for skill Are respected and trusted and
visibly appreciated and celebrated Are in on
pretty much everything in an environment of
information sharing and transparency Are trained
and re-trained ad infinitumyou can, in effect,
never spend too much time or money on training
and re-training Treat learning new stuffeach
and every day as a near holy responsibility Bel
ieve that every one of us and every outsider has
something worthy to teach us Are routinely
exposed to an insane variety of outsiders who
offer constant stimulation and direct challenges
to conventional organizational/marketplace
wisdom Are given the autonomy (with concomitant
accountability) to and encouragement to try
it, almost any it, at the drop of a hatand
then try it and try it again and again
52
Adaptive organizations will have workforces which
are hired for attitude and character and proven
teamwork as much or more than for skill.
53
I cant tell you how many times we passed up
hotshots for guys we thought were better people
and watched our guys do a lot better than the big
names, not just in the classroom, but on the
fieldand, naturally, after they graduated, too.
Again and again, the blue chips faded out, and
our little up-and-comers clawed their way to
all-conference and All-America teams. Bo
Schembechler (and John Bacon), Recruit for
Character, Bos Lasting Lessons
54
Goal/Skill 1 The Adaptive
Organization (cont.) Adaptive organizations will
have workforces which Are guaranteed that
useful failures are cheered rather than
jeered Are bound by a creed that shouts good
enough is never good enough Are all dreamers
with deadlines, committed to pursuit of the
novel and disruptiveand equally committed to
flawless and timely execution Laugh a lot at
themselves and their foibles and pratfalls Are,
while civil to a fault, irreverent about damn
near anything other than integrity and
decency Are responsible for each others
mentoring and growth Believe that their
roleeach and everyoneis to serve, to serve
each other and to serve each member of our family
of organizations (vendors, customers,
communities, etc) Are diverse to a faultnot
legalistically diverse, but from every
background imaginable Are insistent that each
and every one is treated as an utterly
indispensable member of the teamthere are no bit
players Relentlessly pursue no less than
EXCELLENCE in all we do, in tough times even
more than in times of economic good health
55
The Memories That Matter.
56
The Memories
That Matter The people you developed who went on
to stellar accomplishments inside or outside
the company. The (no more than) two or three
people you developed who went on to create
stellar institutions of their own. The long shots
(people with a certain something) you bet on
who surprised themselvesand your peers. The
people of all stripes who 2/5/10/20 years
later say You made a difference in my life,
Your belief in me changed everything. The sort
of/character of people you hired in general. (And
the bad apples you chucked out despite some
stellar traits.) A handful of projects (a half
dozen at most) you doggedly pursued that
still make you smile and which fundamentally
changed the way things are done inside or
outside the company/industry. The supercharged
camaraderie of a handful of Great Teams aiming
to change the world.
57
The Memories
That Matter Belly laughs at some of the
stupid-insane things you and your mates
tried. Less than a closet full of I should have
A frighteningly consistent record of having
invariably said, Go for it! Not intervening in
the face of considerable lossrecognizing that
to develop top talent means tolerating
failures and allowing the person who screwed
up to work their own way through and out of
their self-created mess. Dealing with one or more
crises with particular/memorable
aplomb. Demanding CIVILITY regardless of
circumstances. Turning around one or two or so
truly dreadful situationsand watching almost
everyone involved rise to the occasion (often to
their own surprise) and acquire a renewed
sense of purpose in the process. Leaving
something behind of demonstrable-lasting worth.
(On short as well as long assignments.)
58
The Memories
That Matter Having almost always (99 of the
time) put Quality and Excellence ahead of
Quantity. (At times an unpopular approach.) A
few critical instances where you stopped short
and could have done morebut to have done
so would have compromised your and your
teams character and integrity. A sense of time
well and honorably spent. The expression of
simple human kindness and considerationno
matter how harried you may be/may have
been. Understood that your demeanor/expression of
character always set the toneespecially in
difficult situations. Never (rarely) let your
external expression of enthusiasm/
determination flagthe rougher the times, the
more your expressed energy and bedrock
optimism and sense of humor showed. The respect
of your peers. A stoic unwillingness to badmouth
otherseven in private.
59
The Memories
That Matter An invariant creed When something
goes amiss, The buck stops with me when
something goes right, it was their doing, not
yours. A Mandela-like naïve belief that others
will rise to the occasion if given the
opportunity. A reputation for eschewing the
trappings of power. (Strong self-
management of tendencies toward arrogance or
dismissiveness.) Intense, even driven but not
to the point of being careless of others in
the process of forging ahead. Willing time and
again to be surprised by ways of doing things
that are inconsistent with your certain
hypotheses. Humility in the face of others, at
every level, who know more than you about
the way things really are. Bit your tongue
on a thousand occasionsand listened, really
really listened. (And been constantly delighted
when, as a result, you invariably learned
something new and invariably increased your
connection with the speaker.)
60
The Memories
That Matter Unalloyed pleasure in being informed
of the fallaciousness of your beliefs by
someone 15 years your junior and several rungs
below you on the hierarchical ladder.
Selflessness. (A sterling reputation as a guy
always willing to help out with alacrity
despite personal cost.) As thoughtful and
respectful, or more so, toward thine enemies
as toward friends and supporters. Always and
relentlessly put at the top of your list/any
list being first and foremost of service to
your internal and external constituents.
(Employees/Peers/ Customers/Vendors/Community.)
Treated the term servant leadership as holy
writ. (And preached servant leadership to
othersnew non-managerial hire or old pro,
age 18 or 48.)
61
The Memories
That Matter Created the sort of workplaces youd
like your kids to inhabit. (Explicitly
conscious of this Would I want my kids to
work here? litmus test.) A certifiable nut
about quality and safety and integrity. (More or
less regardless of any costs.) A notable few
circumstances where you resigned rather than
compromise your bedrock beliefs. Perfectionism
just short of the paralyzing variety. A self- and
relentlessly enforced group standard of
EXCELLENCE-in-all-we-do/EXCELLENCE in our
behavior toward one another.
62
Joe J. Jones 1942 2010 Net
Worth21,543,672.48
63
Not.
64
Re-Imagine Excellence NOW Tom Peters/8
November 2011 Revised 14 November 2011 Business
Results Group/Johannesburg (slides _at_
tompeters.com)
65
Service/Character/Excellence/Immoderation
66
Service
67
Organizations exist to serve. Period. Leaders
live to serve. Period.
68
Service is a beautiful word. NOT ... "Wow
service" or "raving fans or "experience."
"Just" ... SERVICE
69
Character
70
At a party
71
At a party given by a billionaire on Shelter
Island, Kurt Vonnegut informs his pal, Joseph
Heller, that their host, a hedge fund manager,
had made more money in a single day than Heller
had earned from his wildly popular novel Catch-22
over its whole history. Heller responds
72
At a party given by a billionaire on Shelter
Island, Kurt Vonnegut informs his pal, Joseph
Heller that their host, a hedge fund manager,
had made more money in a single day than Heller
had earned from his wildly popular novel Catch-22
over its whole history. Heller responds Yes,
but I have something he will never have
Source John Bogle, Enough. The Measures of
Money, Business, and Life (Bogle is founder of
the Vanguard Mutual Fund Group)
73
At a party given by a billionaire on Shelter
Island, Kurt Vonnegut informs his pal, Joseph
Heller that their host, a hedge fund manager,
had made more money in a single day than Heller
had earned from his wildly popular novel Catch-22
over its whole history. Heller responds Yes,
but I have something he will never have
enough. Source John Bogle, Enough. The
Measures of Money, Business, and Life (Bogle is
founder of the Vanguard Mutual Fund Group)
74
Too Much Cost, Not Enough Value Too Much
Speculation, Not Enough Investment Too Much
Complexity, Not Enough Simplicity Too Much
Counting, Not Enough Trust Too Much Business
Conduct, Not Enough Professional Conduct Too
Much Salesmanship, Not Enough Stewardship Too
Much Focus on Things, Not Enough Focus on
Commitment Too Many Twenty-first Century
Values, Not Enough Eighteenth-Century
Values Too Much Success, Not Enough
Character Source Chapter titles from Jack
Bogle, Enough.
75
(No Transcript)
76
Excellence
77
Why in the World did you go to Siberia?
78
Enterprise (at its best) An emotional, vital,
innovative, joyful, creative, entrepreneurial
endeavor that elicits maximum
concerted human
potential in the
wholehearted pursuit of EXCELLENCE in
service of others.Employees, Customers,
Suppliers, Communities, Owners, Temporary partners
79
Excellence1982 The Bedrock Eight
Basics 1. A Bias for Action 2. Close to the
Customer 3. Autonomy and Entrepreneurship 4.
Productivity Through People 5. Hands On,
Value-Driven 6. Stick to the Knitting 7. Simple
Form, Lean Staff 8. Simultaneous Loose-Tight
Properties
80
Breakthrough 82 People! Customers! Action!
Values! In Search of Excellence
81
Hard is Soft. Soft is Hard.
82
The first step is to measure what can easily be
measured. This is okay as far as it goes. The
second step is to disregard that which cannot be
measured, or give it an arbitrary quantitative
value. This is artificial and misleading. The
third step is to presume that what cannot be
measured is not very important. This is
blindness. The fourth step is to say that what
cannot be measured does not really exist. This is
suicide. Daniel Yankelovich (from Enough!, by
Jack Bogle)
83
EXCELLENCE is not an "aspiration. EXCELLENCE
is THE NEXT FIVE MINUTES.
84
EXCELLENCE is not an "aspiration." EXCELLENCE is
THE NEXT FIVE MINUTES. EXCELLENCE is your next
conversation. Or not. EXCELLENCE is your next
meeting. Or not. EXCELLENCE is shutting up and
listeningreally listening. Or not. EXCELLENCE is
your next customer contact. Or not. EXCELLENCE is
saying Thank you for something small. Or
not. EXCELLENCE is the next time you shoulder
responsibility and apologize. Or not. EXCELLENCE
is waaay over-reacting to a screw-up. Or
not. EXCELLENCE is the flowers you brought to
work today. Or not. EXCELLENCE is lending a hand
to an outsider whos fallen behind schedule. Or
not. EXCELLENCE is bothering to learn the way
folks in finance or IS or HR think. Or
not. EXCELLENCE is waaay over-preparing for a
3-minute presentation. Or not. EXCELLENCE is
turning insignificant tasks into models of
EXCELLENCE. Or not.
85
EXCELLENCE is THE NEXT FIVE MINUTES.
86
Or not.
87
Immoderation
88
Kevin Roberts Credo1. Ready.
Fire! Aim.2. If it aint broke ... Break it!3.
Hire crazies.4. Ask dumb questions.5. Pursue
failure.6. Lead, follow ... or get out of the
way!7. Spread confusion.8. Ditch your
office.9. Read odd stuff.10. Avoid moderation!
89
Four really First things Before First Things
90
1
91
If the regimental commander lost most of his 2nd
lieutenants and 1st lieutenants and captains and
majors, it would be a tragedy. If he lost his
sergeants it would be a catastrophe. The Army and
the Navy are fully aware that success on the
battlefield is dependent to an extraordinary
degree on its Sergeants and Chief Petty Officers.
Does industry have the same awareness?
92
The sergeants run the army. Period.
93
1 cause ofemployee Dis-satisfaction?
94
People leave managers not companies. Dave
Wheeler
95
E.g. Do you have the ... ABSOLUTE BEST
TRAINING DEVELOPMENT PROGRAMS IN THE INDUSTRY
... (or some subset thereof) for first-line
supervisors?
96
I am sure you spend time on this. My
question Is it an OBSESSION worthy of the
impact it has on enterprise performance?
97
2
98
XFX 1 Cross-Functional eXcellence
99
Never waste a lunch!
100
Allied commands depend on mutual confidence and
this confidence is gained, above all through
the development of friendships. General
D.D. Eisenhower, Armchair General Perhaps
his most outstanding ability at West Point was
the ease with which he made friends and earned
the trust of fellow cadets who came from widely
varied backgrounds it was a quality that would
pay great dividends during his future coalition
command.
101
Personal relationships are the fertile soil
from which all advancement, all success, all
achievement in real life grow. Ben Stein
102
XF lunches Measure! Monthly! Part of
evaluation! The PAs Club.
103
XFX Social accelerators
104
XFX/Typical Social
Accelerators 1. EVERYONEs more or less JOB
1 Make friends in other functions!
(Purposefully. Consistently. Measurably.) 2. Do
lunch with people in other functions!!
Frequently!! (Minimum 10 to 25 for everyone?
Measured.) 3. Ask peers in other functions for
references so you can become conversant in their
world. (Its one helluva sign of ...
GIVE-A-DAMN-ism.) 4. Religiously invite
counterparts in other functions to your team
meetings. Ask them to present cool stuff from
their world to your group. (Useful. Mark of
respect.) 5. PROACTIVELY SEEK EXAMPLES OF TINY
ACTS OF XFX TO ACKNOWLEDGEPRIVATELY AND
PUBLICALLY. (Bosses ONCE A DAY make a short
call or visit or send an email of Thanks for
some sort of XFX gesture by your folks and some
other functions folks.) 6. Present counterparts
in other functions awards for service to your
group. Tiny awards at least weekly and an
Annual All-Star Supporters from other groups
Banquet modeled after superstar salesperson
banquets.
105
Present counterparts in other functions
recognition/awards for service to your group
Tiny awards at least weekly. An Annual All-Star
Supporters from other groups Banquet modeled
after and equivalent to! superstar salesperson
banquets.
106
XFX/ Typical Social
Accelerators 7. Routinely discussA SEPARATE
AGENDA ITEMgood and problematic acts of
cross-functional co-operation at every Team
Meeting. 8. When someone in another function
asks for assistance, respond with more
alacrity than you would if it were the person in
the cubicle next to yoursor even more than you
would for a key external customer. (Remember, XFX
is the key to Customer Retention which is in turn
the key to all good things.) 9. Do not bad
mouth ... the damned accountants, the bloody
HR guy. Ever. (Bosses Severe penalties for
thisincluding public tongue-lashings.) 10. Get
physical! Co-location may well be the most
powerful culture change lever. Physical
X-functional proximity is almost a guarantee
of remarkably improved co-operationto aid this
one needs flexible workspaces that can be
mobilized for a team in a flash. 11. Establish
adhocracy as S.O.P. To improve the new
X-functional Culture (and business results),
little XF teams should be formed on the spot to
deal with an urgent issuethey may live for but
ten days, but it helps the XF habit, making it
normal to be working the XF way.
107
The subtext of many, if not all, of these
ideas is moving from implicit to explicit focus
on XFXit should noisily intrude into literally
every discussion!

108
XFX/ Typical Social
Accelerators 12. Early project management
experience. Within days, literally, of coming
aboard folks should be running some bit of a
bit of a bit a project, working with folks from
other functionshence, all this becomes as
natural as breathing. 13. Work proactively to
give as large as possible numbers of people
temporary assignments in other functionsespeciall
y Finance. 14. Get em out with the customer.
Rarely does the accountant or bench scientist
call on the customer. Reverse that. Give everyone
more or less regular customer-facing
experiences. She or he learns quickly that the
customer is not interested in our in-house turf
battles! 15. Consider creating a special role,
or even position. Specialty chemical company
Buckman Labs established knowledge transfer
facilitators, effectively former middle
managers, with 100 of discretionary pay based
on success at spurring integration across
previously impermeable barriers.
109
XFX/ Typical Social
Accelerators 16. Formal evaluations. Everyone,
starting with the receptionist, should have a
significant XF rating component in their
evaluation. (The XFX Performance should be
among the Top 3 items in all managers
evaluations.) 17. Every functional unit should
have strict and extensive measures of customer
satisfaction based on evaluations from other
functions of its usefulness and effectiveness and
value-added to the enterprise as a whole. 18.
Demand XF experience for, especially, senior
jobs. For example, the U.S. military requires all
would-be generals and admirals to have served a
full tour in a job whose only goals were
cross-functional achievements. 19. Deep dip.
Dive three levels down in the organization to
fill a senior role with some one who has been
noticeably pro-active on adding value via
excellent cross-functional integration. 20. XFX
is PERSONAL as well as about organizational
effectiveness. PXFX Personal XFX is arguably
the 1 Accelerant to personal successin terms of
organizational career, freelancer/Brand You, or
as entrepreneur. 21. Excellence! There is a
State of XF Excellence per se. Talk it up
constantly. Pursue it. Aspire to nothing less.
110
Formal evaluations. Everyone, starting with the
receptionist, should have a significant XFX
rating component in their evaluation. (The XFX
Performance should be among the Top 3 items in
all managers evaluations.)
111
Promote into functional leadership positions
based primarily on temperament.
112
Case Healthcare
113
"When I was in medical school, I spent hundreds
of hours looking into a microscopea skill I
never needed to know or ever use. Yet I didn't
have a single class that taught me communication
or teamwork skillssomething I need every day I
walk into the hospital. Peter Pronovost, Safe
Patients, Smart Hospitals  
114
William Mayo, 1910, on the Clinics Two Core
Values Patient-centered care Team medicine
(medicine as a co-operative science) Source
Leonard Berry Kent Seltman, Orchestrating the
Clues of Quality, Chapter 7 from Management
Lessons From Mayo Clinic
115
Teamwork isnt optional. Fast Company on
the Mayo Clinic, from Leonard Berry Kent
Seltman, , Practicing Team Medicine, Chapter 3
from Management Lessons From Mayo Clinic
116
Competency is irrelevant if we dont share
common values. Mayo Clinic exec, from Leonard
Berry Kent Seltman, Orchestrating the Clues
of Quality, Chapter 7 from Management Lessons
From Mayo Clinic
117
I am hundreds of times better here than in
my prior hospital assignment because of the
support system. Its like you were working in an
organism you are not a single cell when you are
out there practicing. quote from Dr. Nina
Schwenk, in Chapter 3, Practicing Team
Medicine, from Leonard Berry Kent Seltman,
from Management Lessons From Mayo Clinic
118
3
119
The doctor interrupts after Source
Jerome Groopman, How Doctors Think
120
18
121
18 seconds!
122
An obsession with Listening is ... the ultimate
mark
of Respect. Listening is ... the
heart and soul of Engagement. Listening is ...
the heart and soul of Kindness. Listening is ...
the heart and soul of Thoughtfulness. Listening
is ... the basis for true Collaboration. Listening
is ... the basis for true Partnership. Listening
is ... a Team Sport. Listening is ... a
Developable Individual Skill. (Though women
are far better at it
than men.) Listening is ... the basis for
Community. Listening is ... the bedrock of Joint
Ventures that work. Listening is ... the bedrock
of Joint Ventures that grow. Listening is ... the
core of effective Cross-functional
Communication (Which is in turn
Attribute 1 of
organizational effectiveness.) cont.
123
I wasnt bowled over by David Boies
intelligence What impressed me was that when he
asked a question, he waited for an answer. He not
only listened he made me feel like I was the
only person in the room. Lawyer _____, on his
first, inadvertent meeting with renown attorney
David Boies, from Marshall Goldsmith, The One
Skill That Separates, Fast Company
124
  • It was much later that I realized Dads secret.
    He gained respect by giving it. He talked and
    listened to the fourth-grade kids in Spring
    Valley who shined shoes the same way he talked
    and listened to a bishop or a college president.
    He was seriously interested in who you were and
    what you had to say.
  • Sara Lawrence-Lightfoot, Respect

125
Listening is ... the engine of superior
EXECUTION. Listening is ... the key to making the
Sale. Listening is ... the key to Keeping the
Customers Business. Listening is ...
Service. Listening is ... the engine of Network
development. Listening is ... the engine of
Network maintenance. Listening is ... the engine
of Network expansion. Listening is ... Social
Networkings secret weapon. Listening is ...
Learning. Listening is ... the sine qua non of
Renewal. Listening is ... the sine qua non of
Creativity. Listening is ... the sine qua non of
Innovation. Listening is ... the core of taking
diverse opinions aboard. Listening is ...
Strategy. Listening is ... Source 1 of
Value-added. Listening is ... Differentiator
1. Listening is ... Profitable. (The R.O.I.
from listening is higher than
from any other single
activity.) Listening is the bedrock which
underpins a Commitment to
EXCELLENCE
126
Its amazing how this seemingly small thing
simply paying fierce attention to another, really
asking, really listening, even during a brief
conversationcan evoke such a wholehearted
response. Susan Scott, Fierce Conversations
Achieving Success at Work and in Life, One
Conversation at a Time
127
Listen Profession Study practice
evaluation Enterprise value
128
4
129
Bitch all you want, but meetings are what you
boss do!
130
Meetings 1 leadership opportunity
131
Meeting Every meeting that does not stir the
imagination and curiosity of attendees and
increase bonding and co-operation and engagement
and sense of worth and motivate rapid action and
enhance enthusiasm is a permanently lost
opportunity.
132
FYI This is not a rant about conducting
better meetings.
133
Prep! Prep!! Prep!!! Meetings. Phone calls.
Emails. Conversations.
134
MBWA
135
25
136
MBWAManaging By Wandering Around/HP
137
MIA Origins of Our Financial Chaos The CEO of
a very successful mid-sized bank, in the Midwest,
attended a seminar of mine in northern California
in the mid-80sbut I remember the following,
pretty much word for word, as if it were
yesterday
138
MIA Origins of Our Financial Chaos Tom, let
me tell you the definition of a good lending
officer. After church on Sunday, on the way home
with his family, he takes a little detour to
drive by the factory he just lent money to.
Doesnt go in or any such thing, just drives by
and takes a look.
139
You Your calendar
140
You Your calendarThe calendar never lies.
141
Your calendar knows Precisely what youreally
care about. Do you????
142
Dennis, you need a To-dont List !
143
Dont gt Do Donting must be systematic gt
WILLPOWER
144
If there is any one secret to effectiveness,
it is concentration. Effective executives do
first things first and they do one thing at a
time. Peter Drucker
145
Its always showtime. David DAlessandro,
Career Warfare
146
I am a dispenser of enthusiasm. Ben Zander
147
Make it fun to work at your agency. Encourage
exuberance. Get rid of sad dogs who spread doom.
David Ogilvy
148
A man without a smiling face must not open a
shop. Chinese Proverb
149
Monday/Tomorrow/Courtesy NFL Script your
first 5-10 plays. (I.e., carefully launch the
day/week in a purposeful fashion.)
150
Me first!
151
To develop others, start with yourself.
Marshall Goldsmith
152
Being aware of yourself and how you affect
everyone around you is what distinguishes a
superior leader. Edie Seashore (Strategy
Business 45)
153
"Everyone thinks of changing the world, but no
one thinks of changing himself" - Leo Tolstoy
154
"You will never change your life until you change
something you do daily. The secret of your
success is found in your daily routine." -- John
C. Maxwell
155
The Recession 44Forty-four Secrets and
clever Strategies For dealing Progressively
with the Great Recession of 2007
156
In 2007-2009, I was constantly asked for
strategies/ secrets' for surviving the Great
Recession. I tried to appear wise and
informedand parade original, sophisticated though
ts. But if you want to know what was really
going through my head, see the list that follows
157
44 Secrets and Clever Strategies For Dealing
with the Recession of 2007 You come in
earlier. You leave later. You work harder. You
may well work for less and, if so, you adapt
to the untoward circumstances with a
smileeven if it kills you inside. You volunteer
to do more. You dig deep and always bring a good
attitude to work. You fake it if your good
attitude flags. You literally practice your "game
face" in the mirror in the morning, and in the
loo mid-morning. You give new meaning to the
idea and intensive practice of visible
management.
158
44 Secrets and Clever Strategies For Dealing
with the Recession of 2008-XXXX You take better
than usual care of yourself and encourage
others to do the samephysical well-being
determines mental well-being and response to
stress. You shrug off shit that flows downhill in
your directionbuy a shovel or a pre-worn
raincoat on eBay. You try to forget about the
good old days nostalgia is self-destructive. Y
ou buck yourself up with the thought that
this too shall passbut then remind yourself
that it might not pass any time soon, and so
you re-dedicate yourself to making the
absolute best of what you have now.
159
44 Secrets and Clever Strategies For Dealing
with the Recession of 2008-XXXX You work the
phones and then work the phones some moreand
stay in touch with positively everyone. You
frequently invent breaks from routine,
including weird oneschangeups prevent
wallowing and bring a fresh perspective. You
eschew all forms of personal excess. You
simplify. You sweat the details as never
before. You sweat the details as never
before. You sweat the details as never
before. You raise to the sky and maintain at all
costs the Standards of Excellence by which you
unfailingly evaluate your own performance. You
are maniacal when it comes to responding to
even the slightest screw-up.
160
44 Secrets and Clever Strategies For Dealing
with the Recession of 2008-XXXX You find ways to
be around young people and to keep young
people aroundthey are less likely to be
members of the sky is falling school. You
learn new tricks of your trade. You remind
yourself that this is not just something to be
gotten throughit is the Final Exam of
character. You network like a demon. You network
inside the companyget to know more of the
folks who do the real work. You network outside
the companyget to know more of the folks who
do the real work in vendor-customer outfits.
161
44 Secrets and Clever Strategies For Dealing
with the Recession of 2008-XXXX You thank others
by the truckload if good things happenand take
the heat yourself if bad things happen. You
behave kindly, but you don't sugarcoat or hide
the truth--humans are startlingly resilient
and rumors are the real killers. You treat small
successes as if they were Super Bowl
victoriesand celebrate and commend
accordingly. You shrug off the losses (ignoring
what's going on in your tummy), and get back on
the horse and immediately try again. You avoid
negative people to the extent you canpollution
kills. You eventually read the gloom-sprayers
the riot act. 
162
44 Secrets and Clever Strategies For Dealing
with the Recession of 2008-XXXX You give new
meaning to the word "thoughtful. You dont put
limits on the flowers budget bright and
colorful works marvels. You redouble, re-triple
your efforts to "walk in your customer's
shoes." (Especially if the shoes smell.) You
mind your mannersand accept others lack of
manners in the face of their strains. You are
kind to all mankind. You keep your shoes
shined. You leave the blame game at the office
door. You call out the congenital politicians in
no uncertain terms. You become a paragon of
personal accountability. And then you pray.
163
No peacetime generals in the history books You
will be measured by what you accomplish during
tough times. (And remembered by how you
accomplished it.)
164
K R P
165
Courtesies of a small and trivial character are
the ones which strike deepest in the grateful and
appreciating heart. Henry Clay,American
Statesman (1777-1852)
166
"Let's not forget that small emotions are the
great captains of our lives." Van Gogh
167
Press Ganey Assoc 139,380 former patients from
225 hospitalsnone of THE top 15 factors
determining Patient Satisfaction referred to
patients health outcome.Instead directly
related to Staff Interaction directly correlated
with Employee Satisfaction Source Putting
Patients First, Susan Frampton, Laura Gilpin,
Patrick Charmel
168
There is a misconception that supportive
interactions require more staff or more time and
are therefore more costly. Although labor costs
are a substantial part of any hospital budget,
the interactions themselves add nothing to the
budget. Kindness is free. Listening to patients
or answering their questions costs nothing. It
can be argued that negative interactionsalienatin
g patients, being non-responsive to their needs
or limiting their sense of controlcan be very
costly. Angry, frustrated or frightened
patients may be combative, withdrawn and less
cooperativerequiring far more time than it
would have taken to interact with them initially
in a positive way. Source Putting Patients
First, Susan Frampton, Laura Gilpin, Patrick
Charmel (Griffin Hospital/Derby CT Plantree
Alliance)
169
K R P
170
Kindness Repeat Business Profit.
171
K R P/Kindness Repeat business
Profit Kindness Kind. Thoughtful. Decent.
Caring. Attentive. Engaged. Listens
well/obsessively. Appreciative. Open. Visible. Hon
est. Responsive. On time all the time. Apologizes
with dispatch for screw-ups. Over-reacts to
screw-ups of any magnitude. Professional in all
dealings. Optimistic. Understands that kindness
to staff breeds kindness to others/outsiders. Appl
ies throughout the supply chain. Applies to
100 of customers staff. Explicit part of values
statement. Basis for evaluation of 100 of our
staff.
172
Kindness WORKS! Kindness PAYS!
173
Acknowledgement/ Appreciation/ Thank you!
174
The deepest human need is the need to be
appreciated.William James
175
A good friend scored a big win yesterday her
"target" was feeling un-acknowledged by merely
showing up, she, in effect, acknowledged that
person.
176
Acknowledge perhaps the most powerful word
(and idea) in the English languageand managers
tool kit!
177
Responsiveness/ Apology/ Im sorry!
178
I regard apologizing as the most magical,
healing, restorative gesture human beings can
make. It is the centerpiece of my work with
executives who want to get better. Marshall
Goldsmith, What Got You Here Wont Get You
There How Successful People Become Even More
Successful.
179
(No Transcript)
180
With a new and forthcoming policy on apologies
Toro, the lawn mower folks, reduced the average
cost of settling a claim from 115,000 in 1991 to
35,000 in 2008 and the company hasnt been to
trial in the last 15 years!
181
Keep a short enemies list. One enemy can do more
damage than the good done by a hundred friends.
Bill Walsh (from The Score Takes Care of
Itself)
182
Relationships (of all varieties) THERE ONCE WAS
A TIME WHEN A THREE-MINUTE PHONE CALL WOULD HAVE
AVOIDED SETTING OFF THE DOWNWARD SPIRAL THAT
RESULTED IN A COMPLETE RUPTURE. divorce, loss
of a BILLION aircraft sale, etc., etc.

183
THE PROBLEM IS RARELY/NEVER THE PROBLEM. THE
RESPONSE TO THE PROBLEM INVARIABLY ENDS UP BEING
THE REAL PROBLEM. PERCEPTION IS ALL THERE IS!

184
Comeback big, quick response gtgt Perfection
185
TGRs/ LBTs
186
8/80
187
Customers describing their service experience as
superior 8 Companies describing the service
experience they provide as superior
80 Source Bain Company survey of 362
companies, reported in John DiJulius, What's the
Secret to Providing a World-class Customer
Experience?
188
Conveyance Kingfisher Air Location Approach to
New Delhi
189
May I clean your glasses, sir?
190
Carls Street- Sweeper
191
ltTGWand gtTGRThings Gone WRONG-Things
Gone RIGHT
192
TGRs. Manage em. Measure em. I use
manage-measure a lot. Translation These are
not soft ideas they are exceedingly important
things that can be managedAND measured.
193
Little BIG
194
Big carts 1.5X Source Walmart
195
120-oz container to ketchup-bottle size
laundry-detergent concentrate (100 conversion)
1/4th packaging 1/4th weight 1/4th cost to
ship 1/4th space on ships, trucks, shelves. 3
years 95M s plastic resin saved, 125M s
cardboard conserved, 400M less gallons of water
shipped, 500K gallons less diesel fuel, 11M less
s CO2 released)Source Force of Nature The
Unlikely Story of Walmarts Green Revolution,
Edward Humes
196
Design!
197
Design Rules!APPLE market cap gt Exxon
Mobil August 2011
198
We dont have a good language to talk about
this kind of thing. In most peoples
vocabularies, design means veneer. But to me,
nothing could be further from the meaning of
design. Design is the fundamental soul of a
man-made creation. Steve Jobs
199
Design is treated like a religion at BMW.
FortuneAPPLE market cap gt Exxon Mobil (August
2011)
200
Only one company can be the cheapest. All
others must use design. Rodney Fitch, Fitch
Co.Source Insights, definitions of design, the
Design Council UK
201
With its carefully conceived mix of colors and
textures, aromas and music, Starbucks is more
indicative of our era than the iMac. It is to the
Age of Aesthetics what McDonalds was to the Age
of Convenience or Ford was to the Age of Mass
Productionthe touchstone success story, the
exemplar of the aesthetic imperative. Every
Starbucks store is carefully designed to enhance
the quality of everything the customers see,
touch, hear, smell or taste, writes CEO Howard
Schultz. Virginia Postrel, The Substance of
Style How the Rise of AestheticValue Is
Remaking Commerce, Culture and Consciousness
202
Packages are about containing and labeling and
informing and celebrating. They are about power
and flattery and trying to win peoples trust.
They are about beauty and craftsmanship and
comfort. They are about color, protection,
survival. Thomas Hine, The Total Package
203
Charles Handy One bank is currently claiming to
leverage its global footprint to provide
effective financial solutions for its customers
by providing a gateway to diverse markets.
204
I assume that it is just saying that it is there
to help its customers wherever they are.
Charles Handy
205
Hypothesis DESIGN is the principal difference
between love and hate!Not like and
dislike
206
CDOChief Design Officer
207
Hypothesis Men cannot design for womens
needs!!??
208
this will be the womans century
209
Forget China, India and the Internet Economic
Growth Is Driven by Women. Source Headline,
Economist
210
W 28T gt 2(C I)
211
  • W gt 2X (C I)
  • Women now drive the global economy. Globally,
    they control about 20 trillion in consumer
    spending, and that figure could climb as high as
    28 trillion in the next five years. Their 13
    trillion in total yearly earnings could reach 18
    trillion in the same period. In aggregate, women
    represent a growth market bigger than China and
    India combinedmore than twice as big in fact.
    Given those numbers, it would be foolish to
    ignore or underestimate the female consumer. And
    yet many companies do just thateven ones that
    are confidant that they have a winning strategy
    when it comes to women. Consider Dells
  • Source Michael Silverstein and Kate Sayre, The
    Female Economy, HBR, 09.09

212
W 28T gt 2(C I) Women 28 trillion gt
twice China India combined
213
Women are the majority market Fara
Warner/The Power of the Purse
214
Women as Decision Makers/Various sourcesHome
Furnishings 94Vacations 92 (Adventure
Travel 70/ 55B travel equipment)Houses
91D.I.Y. (major home projects) 80Consumer
Electronics 51 (66 home computers) Cars
68 (influence 90)All consumer purchases 83
Bank Account 89Household investment
decisions 67Small business loans/biz starts
70Health Care 80In the USA women hold
gt50 managerial positions including gt50
purchasing officer positions hence women also
make the majority of commercial purchasing
decisions.
215
Sales/Aftersales Process 1.    Kick-off 
women 2.    Research women 3.    Purchase 
men 4.    Ownership women 5.    Word-of-mouth
women Source Marti Barletta
216
The Perfect Answer
Jill and Jack buy slacks in black
217
(No Transcript)
218
Cases! Cases! Cases!McDonalds
(mom-centered to F as majority consumer not
via kids)Home Depot (Do it everything!
Herself)PG (more than F as house cleaner)
DeBeers (right-hand rings/4B)AXA
FinancialKodak (women emotional centers of
the household)Nike (gt jock endorsements new
def sports majority consumer)AvonBratz (young
girls want friends, not a blond
stereotype)Source Fara Warner/The Power of the
Purse
219
LowesHome Depot is still very much a guys
chain. But women, according to Lowes research,
initiate 80 percent of all home-improvement
purchase decisions especially the big ticket
orders like kitchen cabinets, flooring and
bathrooms. We focused on a customer nobody in
home improvement has focused on. Dont get me
wrong, but women are far more discriminating than
men, says CEO Robert Tillman. Forbes.com
220
Women dont buy brands. They join
them.Faith Popcorn, EVEolution
221
Selling to men The TRANSACTION ModelSelling to
Women The RELATIONAL ModelSource Selling
to Men, Selling to Women, Jeffery Tobias Halter
222
2.6 vs. 21
223
AS LEADERS, WOMEN RULE New Studies find that
female managers outshine their male counterparts
in almost every measure TITLE/ Special
Report/ BusinessWeek
224
Headline 2020 Women Hold 80 Percent of
Management and Professional JobsSource The
Extreme Future The Top Trends That Will Reshape
the World in the Next 20 Years, James Canton
225
Womens Strengths Match New Economy Imperatives
Link rather than rank workers favor
interactive-collaborative leadership style
empowerment beats top-down decision making
sustain fruitful collaborations comfortable with
sharing information see redistribution of power
as victory, not surrender favor
multi-dimensional feedback value technical
interpersonal skills, individual group
contributions equally readily accept ambiguity
honor intuition as well as pure rationality
inherently flexible appreciate cultural
diversity. Source Judy B. Rosener, Americas
Competitive Secret Women Managers
226
Womens Negotiating
StrengthsAbility to put themselves in their
counterparties shoesComprehensive, attentive
and detailed communication styleEmpathy that
facilitates trust-buildingCurious and attentive
listeningLess competitive attitudeStrong
sense of fairness and ability to
persuadeProactive risk managerCollaborative
decision-makingSource Horacio Falcao, Cover
story/May 2006, World Business, Say It Like a
Woman Why the 21st-century negotiator will need
the female touch
227
!!!!!!!!!!!!!!!14 to 168Leadership
Positions/DT/1992-2002/WIAR (Womens Initiative
Annual Report)
228
Women Beat Men at Art of InvestingSource
Headline, Miami Herald, reporting on a study by
Profs. Terrance Odean and Brad Barber, UC Davis
(Cause Guys are in and out of stocks more
often women choose carefully and hold on for the
long term)
229
Warren Buffett Invests Like a Girl And Why
YouShould Too Louann Lofton,
230
Portrait of a Female Investor1.
Trade less than men do2. Exhibit less
overconfidencemore likely to know what they
dont know3. Shun risk more than male investors
do4. Less optimistic, more realistic than their
male counterparts5. Put in more time and
effort researching possible
investmentsconsider details and alternate
points of view6. More immune to peer
pressuretend to make decisions the same way
regardless of whos watching7. Learn from their
mistakes8. Have less testosterone than men do,
making them less willing to take extreme
risks, which, in turn, could lead to less
extreme market cyclesSource Warren Buffett
Invests Like a Girl And Why YouShould Too,
Louann Lofton, Chapter 2, The Science Behind the
Girl
231
Power Women 100/Forbes 10.25.1026 female CEOs
of Public CompaniesVs. Men/Market 28
(Post-appointment)Vs. Industry 15
232
Are men obsolete? Headline, USNWR
233
Men Are FinishedSource Slate conference
0920/NYU
234
Men employed, full or part-time 63 (lowest
since record-keeping began/1948) Median
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